<![CDATA[Background: Digital transformation has become essential for travel agencies as consumers increasingly use digital platforms for searching information, making reservations, and accessing travel services. However, many Indonesian travel agencies still operate with conventional business models, creating challenges in achieving digital competitiveness. Objective: This study aims to examine the role of digital transformation in improving the competitiveness of travel agencies (Biro Perjalanan Wisata [BPW]) in Jakarta by analyzing the contribution of digital leadership, human resource development, and technology infrastructure. Methods: This quantitative study employed Partial Least Squares Structural Equation Modeling (PLS-SEM) involving 250 directors and managers of travel agencies across five administrative areas of Jakarta. The model analyzed the relationships among Digital Leadership, Human Resource Development, Technology Infrastructure, Organizational Performance, and Digital Competitiveness. Results: The model explained 74.2% of digital competitiveness variance. Digital Leadership had the strongest effect on organizational performance (β = 0.356), followed by Technology Infrastructure (β = 0.325) and Human Resource Development (β = 0.294). For digital competitiveness, Technology Infrastructure showed the highest direct effect (β = 0.267), followed by Digital Leadership (β = 0.253) and Human Resource Development (β = 0.196). Organizational Performance significantly affected digital competitiveness (β = 0.428). Conclusion: This study develops a digital transformation model based on Dynamic Capabilities Theory. The findings highlight that Digital Leadership is a critical driver of digital competitiveness in developing-country contexts, emphasizing the importance of leadership, human resources, and infrastructure integration.]]>
